True/False Indicate whether the statement is true or
false.
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1.
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Strategy is the overall purpose and direction of the organization that is
developed based on understanding the resources available to the firm plus the challenges and
opportunities occurring in the environment that the firm is operating in.
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2.
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A typical mission statement provides very specific operational guidelines, such
as "It is the intention of the McGuire Packing Company to decrease ultraviolet tolerance of the
plastics used in packaging its products so that they will degrade rapidly on exposure to
sunlight."
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3.
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Knowing the customer in a strategic sense means not only knowing all you can
about the customer, but knowing the customer in the context of all the environmental factors that
shape the market you are doing business in.
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4.
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The first step of the strategic marketing planning process, situation analysis,
actually consists of four types of analysis: internal, environmental, customer, and
competitive.
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5.
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Marketing objectives and strategies flow directly from the corporate objectives
and strategies.
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6.
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The third step of the strategic marketing planning process involves a
back-and-forth assessment of the strengths, risks, and available opportunities facing the
organization at the marketing department level.
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7.
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The fourth step of the strategic marketing planning process, implementation and
control, is optional.
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8.
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A key question asked during the internal analysis portion of the situation
analysis is whether the organization has, or can create, a sustainable competitive advantage. A
sustainable competitive advantage is some aspect of the product that will give it value in the
marketplace that other companies cannot duplicate.
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9.
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The product portfolio is the complete collection of products or services that a
company produces.
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10.
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According to the BCG growth-share matrix, a well-known approach to portfolio
analysis, stars are products that have a dominant market share in a market with high growth.
They require little cash investment to maintain their market leadership positions.
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11.
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Tools like the BCG growth-share matrix and the GE business screen provide
insights that can be used a substitute for managerial ability.
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12.
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SWOT analysis is an important strategic planning tool that helps planners
compare internal strengths and weaknesses with external opportunities and threats.
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13.
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For both larger and smaller organizations, there is often little practical
difference between marketing planning and strategic corporate planning.
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14.
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Positioning analysis allows marketers to identify areas of opportunity, such as
a group of customers that is not being served by any of the competitors in the market.
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15.
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A major objective in strategic planning is to create and sustain competitive
advantage.
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16.
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Marketing strategy cannot be developed without understanding the strategies
being employed by major competitors.
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17.
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Both profit-oriented firms and not-for-profit organizations state marketing
objectives in terms of desired market share, or sales and profitability targets.
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18.
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There are three basic strategies that a firm can pursue to achieve its
objectives: growth, maintenance, and decline.
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19.
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A marketing mix consists of the four main elements that should be addressed in
marketing plans: product or service management, pricing, distribution, and communication.
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20.
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Marketers who build their marketing plans around the marketing mix are ensuring
that all of the possible elements that can be included in their plans are considered in a simple yet
disciplined fashion.
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Multiple Choice Identify the choice that best completes the
statement or answers the question.
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21.
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Long-term organizational success results from
a. | managers being market-oriented | b. | managers understanding and adapting to the
environment in which the organization operates | c. | managers segmenting markets and selecting
target markets | d. | all of the above |
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22.
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The development of corporate strategy is the responsibility of
a. | each of the functional areas of the company. | b. | the shareholders of
the company. | c. | the head of the company. | d. | everyone in the
company. |
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23.
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PepsiCo is a diversified company that is in the beverage, snack food, and
restaurant businesses. The beverage, snack food, and restaurant businesses are likely organized as
different _________________ within PepsiCo.
a. | strategic focuses. | b. | missions. | c. | strategic business
units. | d. | market segments. |
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24.
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The corporate strategy is often expressed in a
a. | mission statement. | b. | statement of corporate
intent. | c. | statement of corporate ethics. | d. | functional area
document. |
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25.
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The mission statement allows any manager or functional area in the organization
to
a. | determine their budgets for the upcoming year. | b. | assess their
importance within the company. | c. | determine whether they have any responsibility
for increasing corporate sales or profitability. | d. | determine which activities are appropriate to
engage in and which are not. |
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26.
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Marketing strategy is based on _______________ and focuses on developing
____________________.
a. | the functional area plans; consumer needs and wants. | b. | the corporate
strategy; a unique long-term competitive position in the market. | c. | the marketing plan;
a profitable position in the marketplace. | d. | none of the
above. |
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27.
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The four main steps in the strategic marketing planning process are
a. | analysis of market, environment, and business; development of marketing objectives
and strategies; evaluation of marketing objectives and strategies; tactical
plans. | b. | situation analysis; SWOT analysis; marketing plan; marketing plan
evaluation. | c. | situation analysis; marketing objectives and strategy; marketing plan; implementation
and control. | d. | mission statement; marketing objectives and strategies; marketing plan;
feedback. |
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28.
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In a marketing plan for Petro-Canada, a determination that the brand's
sustainable competitive advantage continues to be that it is the only major gasoline company with its
head office in Canada is part of the _______________.
a. | environmental analysis portion of the situation analysis. | b. | product or service
portion of the marketing plan. | c. | marketing strategy portion of the marketing
objective and strategies. | d. | internal analysis portion of the situation
analysis. |
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29.
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In a marketing plan for the Jaguar luxury sports car, a determination that this
brand has a high market share in a low-growth market and is therefore a __________, belongs in the
______________ portion of the situation analysis.
a. | star; competitive analysis | b. | cash cow; internal analysis | c. | question mark;
environmental analysis | d. | star; customer
analysis |
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30.
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If the Jaguar marketing plan included a conclusion that one of the brand's
strengths is its long-standing reputation for quality, this conclusion would most likely be drawn as
part of the plan's __________ analysis.
a. | SWOT | b. | strategic | c. | benefit | d. | customer |
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31.
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In the Jaguar marketing plan, as with all marketing plans, customer analysis
provides a basis for
a. | setting marketing objectives for the upcoming year. | b. | determining whether
the company has the resources to achieve its upcoming goals. | c. | considering how to
segment the market. | d. | none of the
above. |
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32.
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In the Petro-Canada marketing plan, where does the finding that a competitive
brand of gasoline is losing market share because consumer research shows that the competitive product
is gaining a reputation for causing cars to knock and shake belong?
a. | the competitive analysis portion of the situation analysis. | b. | the marketing
objectives portion of the marketing objectives and strategies. | c. | the feedback portion
of implementation and control. | d. | the benchmarks portion of implementation and
control. |
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33.
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In the Jaguar marketing plan, a statement that brand's goal for the
upcoming year is to increase its share of the luxury car market in Canada from 10.5% to 11.7%
is a
a. | corporate objective. | b. | marketing objective. | c. | benchmark. | d. | none of the
above. |
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34.
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If the goal of increasing Jaguar's market share from 10.5% to 11.7% is to
be achieved by appealing to existing luxury car purchasers with more advertising and more follow-up
service than in the past, Jaguar is pursuing what type of strategy according to the product-market
growth matrix?
a. | penetration | b. | product development | c. | market
development | d. | diversification |
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35.
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If the goal of increasing Jaguar's market share from 10.5% to 11.7% is to
be achieved by appealing to people who have not purchased a luxury car before, Jaguar is pursuing
what type of strategy according to the product-market growth matrix?
a. | penetration | b. | product development | c. | market
development | d. | diversification |
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36.
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The conditions that most firms face today when they are developing their
marketing plans include
a. | increasing competition. | b. | increasingly sophisticated
consumers. | c. | advances in technology. | d. | all of the
above. |
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37.
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For Jaguar, product strategy involves making decisions about
a. | customer service. | b. | product design. | c. | warranties. | d. | all of the
above. |
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38.
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For Petro-Canada, distribution strategy includes dealing with the
a. | location of its service stations. | b. | number of personnel in each station needed for
making car repairs. | c. | the type of extra services to be provided at
each station, such as car repair and snack shops. | d. | the price of the
gasoline. |
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39.
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Companies that operate in the same market typically use and emphasize
a. | the same elements of marketing in much the same way, so that every company's
plan is quite similar in terms of both its target markets and its marketing
mixes. | b. | different elements of marketing in different ways, so that each company's plan
is often quite different, with different target markets and different marketing
mixes. | c. | the same target markets, but different marketing mixes. | d. | unique target
markets but, for competitive reasons, very similar marketing mixes. |
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40.
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The development of the marketing plan is the responsibility of
a. | each of the functional areas of the company. | b. | the shareholders of
the company. | c. | the head of the company. | d. | the marketing
manager. |
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